Chapter 15

Leading
Change

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6e
 Learning Objectives
• Recognize the environmental forces
creating a need for change in today’s
organizations
• Describe the qualities of a change leader
and how leaders can serve as role models
for change
• Implement the eight-stage model of
planned change

2
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Learning Objectives
• Use appreciative inquiry (AI) to engage
people in creating change by focusing on
the positive and learning from success
• Apply techniques of enabling immersion,
facilitating brainstorming, promoting
lateral thinking, allowing pauses, and
nurturing creative intuition to expand
one’s own and others’ creativity and
facilitate organizational innovation

3
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Learning Objectives
• Provide a positive emotional attractor,
supportive relationships, repetition of new
behaviors, participation and involvement,
and after-action reviews to overcome
resistance and help people change

4
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Exhibit 15.1 - Forces Driving the
Need for Change Leadership

5
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Resistance to Change
• Is natural even if it is for betterment
• Leaders should be prepared and find ways
to enable people to see the value in
changes

6
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Characteristics of Leader as a
Change Agent
• Define themselves as change leaders
• Demonstrate courage
• Believe in employees being responsible
• Assimilate and articulate values that
promote adaptability
• Recognize and learn from their own
mistakes
• Have vision and are capable of managing
complexity, uncertainty, and ambiguity
7
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Exhibit 15.2 - The Eight-Stage Model
of Planned Organizational Change

8
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Appreciative Inquiry
• Technique for leading change that engages
individuals, teams, or the entire organization
by reinforcing positive messages and focusing
on learning from success
– Appropriately framing a topic is important to
the success of AI

9
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Exhibit 15.3 - Four Stages of
Appreciative Inquiry

10
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Applying Appreciative Inquiry
Every Day
Developing followers

Strengthening teamwork

Solving a particular work issue

Resolving conflicts

11
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Instilling Creative Values
• Creativity: Generation of ideas that are
both novel and useful
– For improving efficiency and effectiveness of
the organization
• Foster a creative culture
– Idea incubator: Safe harbor where ideas
from employees throughout the
organization can be developed
• Without interference from company bureaucracy

12
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Instilling Creative Values
– Corporate entrepreneurship: Internal
entrepreneurial spirit that includes values
of exploration, experimentation, and risk
taking
– Idea champions: People who passionately
believe in a new idea and actively work to
overcome obstacles and resistance
• Promote collaboration through:
– Remodeling physical spaces in a workplace
– Using cross-functional teams and self-
managed teams
13
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Instilling Creative Values
– Using internal web sites
– Speedstorming: People from different areas
talk together, generate creative ideas, and
identify areas for potential collaboration
• Uses a round-robin format

14
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Leading Creative People
• Brainstorming: Technique that uses a
face-to-face group to spontaneously
suggest a broad range of ideas to solve a
problem
– Electronic brainstorming or brainwriting:
Bringing people together in an interactive
group over a computer network

15
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Leading Creative People
• Keys to effective brainstorming
– No criticism
– Unrestricted idea presentation
– Quantity desired
• Lateral thinking: Set of systematic
techniques for breaking away from
customary mental concepts and generating
new ones

16
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Leading Creative People
• Immersion: To go deeply into a single area
or topic to spark personal creativity
– Can be done by:
• Focusing on the internal aspects of a situation
or problem
• Immersing them in new experiences that give
them a different perspective on a familiar topic

17
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Exhibit 15.5 - Lateral Thinking
Checklist

18
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Leading Creative People
• Allow pauses
– Activates different parts of the brain
– Creativity occurs during a mental pause
– Exercise helps a mind to work freely
– Leaders should allow people to have quiet
spaces when needed

19
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Leading Creative People
• Creativity involves two stages
– Data gathering
– Flash of insight
• Creative intuition has a broader reach
than any analytical process focused solely
on the problem at hand

20
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Implementing Change
• Personal compact: Reciprocal obligations
and commitments that define the
relationship between employees and the
organization
– Aspects of the compact are clearly defined
and may be in written form
• Job tasks
• Performance requirements
• Evaluation procedures
• Compensation packages

21
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Exhibit 15.6 - Endings Precede
Beginnings for Successful Change

22
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Keys That Help People Change

Provide a positive emotional attractor

Ensure people have a support system

Use repetition

Involve people early

Apply after-action reviews

23
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.